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For teaching purposes, this is the case-only version of the HBR case study. The commentary-only version is Reprint R0804Z. The complete case study and commentary is Reprint R0804A.

Amp Up, a wildly popular electronic-music game, is the brainchild of KMS's cherished programmers, who now spend their time trying to keep customers dazzled with upgrades. But a couple of start-ups have ripped off the idea using their own code - which is open source. Now they're demanding that KMS float with the rising tide and join the open-source community. How could the company make money without its IP? And why should it try? Four experts comment on this fictional case study in R0804A and R0804Z. Jonathan Schwartz, the CEO of Sun Microsystems, says that if KMS is confident it knows what its customers will want next - and if it's content with a small corner of the market - it should stay proprietary. But it will pay a reputational price. Eric Levin, the executive vice president of Techno Source, suggests that KMS take a middle path: license its software to third-party companies and add features to promote community building. This approach could fund itself through royalties or fees and would allow KMS to approve or veto third-party products. Gary P. Pisano, of Harvard Business School, points out that an open-source strategy could increase Amp Up's rate of improvement, enhance users' satisfaction with the game, and reduce KMS's development costs. But if the company stops competing on the basis of its code, it had better be sure of the strength of its downstream capabilities. Michael J. Bevilacqua, of the law firm WilmerHale, warns that KMS risks greater liability for intellectual-property infringement if it joins the open-source community, where code carries no guarantee that it doesn't infringe on someone's IP rights and providers offer no indemnification.

learning objective:

In this fictional case study, a company that makes electronic music games must decide whether to embrace open-source software by allowing users to alter the firm's product code. The reader will consider questions such as how companies can make money if they give away their intellectual property, what advantages open source offers, and whether there are other ways to build community around a product without resorting to open source.

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description

For teaching purposes, this is the commentary-only version of the HBR case study. The case-only version is R0804X. The complete case study and commentary is Reprint R0804A.

Amp Up, a wildly popular electronic-music game, is the brainchild of KMS's cherished programmers, who now spend their time trying to keep customers dazzled with upgrades. But a couple of start-ups have ripped off the idea using their own code - which is open source. Now they're demanding that KMS float with the rising tide and join the open-source community. How could the company make money without its IP? And why should it try? Four experts comment on this fictional case study in R0804A and R0804Z. Jonathan Schwartz, the CEO of Sun Microsystems, says that if KMS is confident it knows what its customers will want next - and if it's content with a small corner of the market - it should stay proprietary. But it will pay a reputational price. Eric Levin, the executive vice president of Techno Source, suggests that KMS take a middle path: license its software to third-party companies and add features to promote community building. This approach could fund itself through royalties or fees and would allow KMS to approve or veto third-party products. Gary P. Pisano, of Harvard Business School, points out that an open-source strategy could increase Amp Up's rate of improvement, enhance users' satisfaction with the game, and reduce KMS's development costs. But if the company stops competing on the basis of its code, it had better be sure of the strength of its downstream capabilities. Michael J. Bevilacqua, of the law firm WilmerHale, warns that KMS risks greater liability for intellectual-property infringement if it joins the open-source community, where code carries no guarantee that it doesn't infringe on someone's IP rights and providers offer no indemnification.

learning objective:

In this fictional case study, a company that makes electronic music games must decide whether to embrace open-source software by allowing users to alter the firm's product code. The reader will consider questions such as how companies can make money if they give away their intellectual property, what advantages open source offers, and whether there are other ways to build community around a product without resorting to open source.

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This HBR Case Study includes both the case and the commentary. For teaching purposes, this reprint is also available in two other versions: case study-only, reprint R0804X, and commentary-only, R0804Z.

Amp Up, a wildly popular electronic-music game, is the brainchild of KMS's cherished programmers, who now spend their time trying to keep customers dazzled with upgrades. But a couple of start-ups have ripped off the idea using their own code - which is open source. Now they're demanding that KMS float with the rising tide and join the open-source community. How could the company make money without its IP? And why should it try? Four experts comment on this fictional case study in R0804A and R0804Z. Jonathan Schwartz, the CEO of Sun Microsystems, says that if KMS is confident it knows what its customers will want next - and if it's content with a small corner of the market - it should stay proprietary. But it will pay a reputational price. Eric Levin, the executive vice president of Techno Source, suggests that KMS take a middle path: license its software to third-party companies and add features to promote community building. This approach could fund itself through royalties or fees and would allow KMS to approve or veto third-party products. Gary P. Pisano, of Harvard Business School, points out that an open-source strategy could increase Amp Up's rate of improvement, enhance users' satisfaction with the game, and reduce KMS's development costs. But if the company stops competing on the basis of its code, it had better be sure of the strength of its downstream capabilities. Michael J. Bevilacqua, of the law firm WilmerHale, warns that KMS risks greater liability for intellectual-property infringement if it joins the open-source community, where code carries no guarantee that it doesn't infringe on someone's IP rights and providers offer no indemnification.

learning objective:

In this fictional case study, a company that makes electronic music games must decide whether to embrace open-source software by allowing users to alter the firm's product code. The reader will consider questions such as how companies can make money if they give away their intellectual property, what advantages open source offers, and whether there are other ways to build community around a product without resorting to open source.

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China's institutional private equity and venture capital market is similar to that of the United States and Europe, but there are important differences. Many practices that are taken for granted in areas such as Silicon Valley have yet to become routine in China. There is a lack of readily available information about opportunities, entrepreneurs, and companies. In addition, Chinese entrepreneurs know little about finance, corporate structures, and governance, thereby requiring investors to educate them and fill the gaps. Identifies seven disciplines critical to successful investment in China: knowledge and appreciation of the importance of social capital networks, or guanxi; understanding of corporate governance and shareholder rights; the ability to manage intellectual property; the ability to adapt business models to local conditions; the ability to add managerial and technical value to young enterprises; knowledge of the legal structure; and an ability to navigate complex regulatory environments.

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For teaching purposes, this is the commentary-only version of the HBR case study. The case-only version is reprint R0502X. The complete case study and commentary is reprint R0502B.

John Clough, the CFO of NetRF, a tech firm in Salt Lake City, gets an offer he's not sure he wants to refuse. Benchmark, a Fortune 500 packaged goods company, is looking for someone to join its audit committee. "Would you be interested?" the executive recruiter asks. John's experience with publicly held companies is limited, but he's highly regarded in the financial community for his acumen and probity. At NetRF, a maker of wireless communications equipment, John had championed expensing stock options when it was uncommon for high-tech firms to do so; he'd received a lot of admiring press for that move. In mulling over the offer, the 39-year-old executive and flight enthusiast considers his situation. He loves his work, his Cessna time-share, and the skiing in the Salt Lake area. Board membership would confer a certain amount of prestige, but would he be spreading himself too thin? One colleague extols the virtues of board membership--the opportunity to learn and expand your business network. But the chief outside counsel to NetRF warns that the hours can be considerable and board members' responsibilities (post-Sarbanes-Oxley) substantial. Subsequent meetings with Benchmark's nominating committee, its CEO, and its audit committee leave John with more questions than answers. Should he join the board? This fictional case study outlines the risks and rewards of board service.

Commenting on this fictional case study in reprints R0502B and R0502Z are Peter Goodson, a strategic adviser to corporate boards; John F. Olson, chair of the ABA Business Law Section's Corporate Governance Committee; David J. Berger, a partner at the law firm Wilson Sonsini Goodrich & Rosati; and Charles H. King, managing director at Korn/Ferry International.

learning objective:

In this case, a CFO mulls over whether to accept an invitation to join the audit committee of a large company's board. The reader considers the possible benefits and risks of board service, as well as weighs issues such as the adequacy of liability protection for directors, the quality of the board and CEO's relationship, and board candidates' fit with a company's culture and practices.

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THIS HBR CASE STUDY INCLUDES BOTH THE CASE AND THE COMMENTARY. FOR TEACHING PURPOSES, THE REPRINT IS ALSO AVAILABLE IN TWO OTHER VERSIONS: CASE STUDY ONLY, REPRINT R0502X, AND COMMENTARY ONLY, REPRINT R0502Z.

John Clough, the CFO of NetRF, a tech firm in Salt Lake City, gets an offer he's not sure he wants to refuse. Benchmark, a Fortune 500 packaged goods company, is looking for someone to join its audit committee. "Would you be interested?" the executive recruiter asks. John's experience with publicly held companies is limited, but he's highly regarded in the financial community for his acumen and probity. At NetRF, a maker of wireless communications equipment, John had championed expensing stock options when it was uncommon for high-tech firms to do so; he'd received a lot of admiring press for that move. In mulling over the offer, the 39-year-old executive and flight enthusiast considers his situation. He loves his work, his Cessna time-share, and the skiing in the Salt Lake area. Board membership would confer a certain amount of prestige, but would he be spreading himself too thin? One colleague extols the virtues of board membership--the opportunity to learn and expand your business network. But the chief outside counsel to NetRF warns that the hours can be considerable and board members' responsibilities (post-Sarbanes-Oxley) substantial. Subsequent meetings with Benchmark's nominating committee, its CEO, and its audit committee leave John with more questions than answers. Should he join the board? This fictional case study outlines the risks and rewards of board service.

Commenting on this fictional case study in reprints R0502B and R0502Z are Peter Goodson, a strategic adviser to corporate boards; John F. Olson, chair of the ABA Business Law Section's Corporate Governance Committee; David J. Berger, a partner at the law firm Wilson Sonsini Goodrich & Rosati; and Charles H. King, managing director at Korn/Ferry International.

learning objective:

In this case, a CFO mulls over whether to accept an invitation to join the audit committee of a large company's board. The reader considers the possible benefits and risks of board service, as well as weighs issues such as the adequacy of liability protection for directors, the quality of the board and CEO's relationship, and board candidates' fit with a company's culture and practices.

Discipline:

Source:

Product number:

Length:

Also Available in:

description

For teaching purposes, this is the case-only version of the HBR case study. The commentary-only version is reprint R0502Z. The complete case study and commentary is reprint R0502B.

John Clough, the CFO of NetRF, a tech firm in Salt Lake City, gets an offer he's not sure he wants to refuse. Benchmark, a Fortune 500 packaged goods company, is looking for someone to join its audit committee. "Would you be interested?" the executive recruiter asks. John's experience with publicly held companies is limited, but he's highly regarded in the financial community for his acumen and probity. At NetRF, a maker of wireless communications equipment, John had championed expensing stock options when it was uncommon for high-tech firms to do so; he'd received a lot of admiring press for that move. In mulling over the offer, the 39-year-old executive and flight enthusiast considers his situation. He loves his work, his Cessna time-share, and the skiing in the Salt Lake area. Board membership would confer a certain amount of prestige, but would he be spreading himself too thin? One colleague extols the virtues of board membership--the opportunity to learn and expand your business network. But the chief outside counsel to NetRF warns that the hours can be considerable and board members' responsibilities (post-Sarbanes-Oxley) substantial. Subsequent meetings with Benchmark's nominating committee, its CEO, and its audit committee leave John with more questions than answers. Should he join the board? This fictional case study outlines the risks and rewards of board service.

Commenting on this fictional case study in reprints R0502B and R0502Z are Peter Goodson, a strategic adviser to corporate boards; John F. Olson, chair of the ABA Business Law Section's Corporate Governance Committee; David J. Berger, a partner at the law firm Wilson Sonsini Goodrich & Rosati; and Charles H. King, managing director at Korn/Ferry International.

learning objective:

In this case, a CFO mulls over whether to accept an invitation to join the audit committee of a large company's board. The reader considers the possible benefits and risks of board service, as well as weighs issues such as the adequacy of liability protection for directors, the quality of the board and CEO's relationship, and board candidates' fit with a company's culture and practices.

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Idea markets have been used effectively outside the corporate world for more than 15 years. Since 1988, the Iowa Electronic Markets have predicted presidential election outcomes more accurately than polls 75% of the time. Today, more and more companies are taking note of the results. Learn the three steps that managers need to take to put an idea market into organizational practice.

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Central to all advanced economies, markets are transitioning from place to space. But as the recent failures of prominent B2B markets have shown, they don't always do so smoothly. Ajit Kambil and Eric van Heck, two of the world's leading experts on electronic markets, show how firms can use electronic markets strategically and make them work. In Making Markets, Kambil and van Heck unveil the results of their 10-year study of nearly 100 markets and argue that by decade's end, online exchanges and auctions will be an essential part of business. They explain why so many markets failed and show how to design and effectively use markets and auctions--in the supply chain, to connect with customers, to manage risks, and within global firms--to increase efficiency and find the best information. Through examples from eBay to BP and from the Dutch flower auctions to Dow Chemical, the authors reveal how both on- and offline market makers are rewriting the rules of commerce, identify the new rules for market making, and show how companies can carry them out effectively. This practical guide will help strategists design and implement the ultimate exchange--one that captures the feel and trust of a physical community but leverages the power and efficiency of new technologies for the benefit of sellers and buyers.

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